We make things fly - Airbus - Home · PARIS AIRSHOW 2015 Tom Enders Fabrice Bregier Harald Wilhelm...
Transcript of We make things fly - Airbus - Home · PARIS AIRSHOW 2015 Tom Enders Fabrice Bregier Harald Wilhelm...
1
INVESTOR MEETING PARIS AIRSHOW 2015
Tom Enders Fabrice Bregier Harald Wilhelm
CEO – Airbus Group CEO – Airbus CFO – Airbus Group & Airbus
PATH TO ENHANCED VALUE 2
Transformation &
Restructuring
Programme Management & Execution
Healthy commercial aircraft market
Operational progress & programme execution
Competitiveness & innovation
Progress on divestments
Cash control and FCF generation
Driving EPS & DPS Growth
Long-Term Growth Market
COMMERCIAL AVIATION MARKET 3
Healthy commercial aircraft market, 225 net orders end of May Orders at Le Bourget confirm book to bill > 1
5.2% annual traffic growth for next decade
Structural demand for more efficient aircraft
Ongoing fleet expansion and renewal
Volatile Fuel Price
Improving Airline
Profitability
AIRBUS BACKLOG AND DELIVERIES 4
Solid, diversified backlog Proactive risk management tools in place
North America
11%
Latin America
7%
Europe & CIS 16%
Middle East 7%
Africa 1%
Asia Pacific
26%
Lessors 21%
Backlog by Region* Deliveries vs. Backlog 6,368 aircraft in backlog
as of end May 2015 Over 10 years production in backlog
in units
Airbus deliv eries
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
1,500 2,533
3,715 3,552
4,682
6,386
320 378
434 453 483 498 510 534 588 626 629
Airbus backlog # of a/c Net Book-to-Bill
0.7 2.3 2.8 1.8 3.0 1.6 0.6 1.1 2.7 2.4 1.4
5x
10x
* Based on units, 11% undisclosed customers not shown in backlog
OPERATIONAL PROGRESS & PROGRAMME EXECUTION 5
Leading market-driven innovation:
Successful incremental innovation
Reducing time to market
Higher standard of new product deployment and ramp-up controls
Competitive leadership position
Product portfolio positioned for success
Industry leading single aisle aircraft
A320 6
5,123 A320 family aircraft in backlog*
Rate 42 today to 50 in 2017, potential to go higher
CEO to NEO transition on-track industrially and commercially
Continuous innovation
* Backlog at end May
A330 7
Most versatile wide-body aircraft
313 A330 family aircraft in backlog*
Managing transition to NEO with rate 6 in 2016
Different variants tailored to specific customer needs
A330neo development on-track – EIS Q4 2017
* Backlog at end May
A380 8
155 A380 aircraft in backlog*
On-track to reach breakeven in 2015
Innovation to maximise efficiency and add value for our customers
Preferred aircraft for passengers
Growth and revenue driver for
customers
* Backlog at end May
A350 9
Strong A350 backlog, 780 ordered, 3 delivered*
Demonstrating early maturity in operations
15 deliveries for 2015, rate 10 per month by end 2018
A350-1000 development on-track
Meeting customer commitments
* Backlog and deliveries at end May
AIRBUS HELICOPTERS 10
H175 endorsed by market
H160 development on track, EIS 2018
X6 concept phase launched
Momentum in military campaigns
Ramp-up, execution, product renewal
AIRBUS DEFENCE & SPACE 11
A400M schedule, military capability, cost control
Light & Medium transport & MRTT continue leadership position
Eurofighter services & upgrades, export capability
Ariane 5 reliable execution, Ariane 6 preparing the future
Missile integration on military aircraft platforms progressing well
Programme management in
focus
DRIVING COMPETITIVENESS & INNOVATION 12
D&
S Restructuring and reshaping while implementing strategy to focus on core
Hel
icop
ters
Transformation on-track, addressing customer value proposition
Airb
us
Boost competitiveness through operational efficiency and continuous improvement
Gro
up Transversal initiatives: Quality, “one-roof” for key regions
Digital Strategy, Innovation Centre, Corporate Venture Capital Dassault divestment
STRONG POTENTIAL FOR EPS & DPS GROWTH 13
1.46
2012
1.86
2013
2.99
2014
DPS: sustainable growth within a 30-40% pay-out ratio SBB: AGM approved, decision based on operational / strategic progress
2014 EPS € 2.99 + 61% 2014 Dividend € 1.20 +60%
✓
✓
End of decade
Future EPS*
A350 Turning Profitable
A320 Rates / NEO Premium
Airbus R&D
FX upside > 2017
Lower A330 volume
Dassault / AD&S Divestments
* Before FX one-offs, EPS is illustrative
CASH CONTROL & FCF GENERATION 14
Operational Improvement
Working Capital Management
CAPEX Control
Focused on improving FCF generation and conversion
PULLING KEY LEVERS MANAGING CASH
Customer Relationships Receivables
Cycle / Lead Times Inventories
Supplier Management
Payables
Culture & Awareness Training
KEY TAKEAWAYS 15
Confirming healthy commercial aircraft market Delivering operational progress with programme focus
Leading innovation and competitiveness
Demonstrating FCF control and improvement measures Driving EPS and DPS growth
Generating Shareholder Value